This document provides an overview of various tools used for educational management, including control charts, Gantt charts, critical path method (CPM), program evaluation and review technique (PERT), and planning programming budgeting system (PPBS). It describes each tool, how it is used, its process and benefits. Control charts are used to study process changes over time using a central line and upper and lower control limits. Gantt charts are used for project planning and guidance. CPM and PERT are used for project scheduling and identify critical paths. PPBS is a management tool for decision making and implementation using a program structure, documents, decision process and information system.

1. UNIT- 2
TOOLS OF EDUCATIONAL
MANAGEMENT
Muhammad Inam Waris

2. OUTLINES
Today we will learn about:
 EDUCATIONAL MANAGEMENT AND ITS IMPORTANCE
 1. Control Charts
 2. Gantt Chart
 3. Critical Path Method
 4. Program Evaluation and Review Technique (PERT)
 5. Planning Programming Budgeting System(PPBS)

3. EDUCATIONAL MANAGEMENT AND ITS
IMPORTANCE
 Provide Useful Insight to Managers
 Optimum Utilization of Resources and Effective Administration
 Scientific Decisions
 Meeting Changing Environmental Requirement
 Fulfilling Social Responsibility (‘Fair Remuneration’)
 Management Training, Education and Research (managers have
come to acquire an attitude tilted towards research and development)

4. 1. CONTROL CHART
 The control chart is a graph used to study
how a process changes over time. Data are
plotted in time order. A control chart always
has a central line for the average, an upper
line for the upper control limit, and a lower line
for the lower control limit. These lines are
determined from historical data.

5. CONTINUE…
A control chart is made up of three lines.
Central line (CL) which indicates
the standard of process.
Upper Control Limit (UCL).
Lower Control Limit (LCL).

6. 2. GANTT CHART
 A chart in which a series of horizontal lines shows the amount of work
done or production completed in certain periods of time in relation to the
amount planned for those periods.
 Gantt charts are helpful for planning and guiding projects. They are most
appropriate for small- to medium-sized projects, but can be used for larger
projects, such as capital projects on occasion. They are ideal for most planning
projects that a department or college would be involved in.

8. TO DRAW UP A GANTT CHART
 To draw up a Gantt chart, follow these steps:
1. List all activities in the plan.
2. Head up graph paper with the days or weeks through completion.
3. Plot tasks onto graph paper.
4. Schedule activities.
5. Presenting the analysis.

9. 3. CRITICAL PATH METHOD
 The critical path method (CPM), or critical path analysis (CPA), is
an algorithm for scheduling a set of project activities. A critical path is
determined by identifying the longest stretch of dependent activities
and measuring the time required to complete them from start to finish.
 In project management, a critical path is the sequence of project
network activities which add up to the longest overall duration,
regardless if that longest duration has float or not. This determines the
shortest time possible to complete the project. There can be 'total
float' (unused time) within the critical path.

11. 3.1 KEY STEPS IN CRITICAL PATH METHOD
 The process of using critical path method in project planning phase has six steps.
 Step 1: Activity specification:
 Step 2: Activity sequence establishment:
 Step 3: Network diagram:
 Step 4: Estimates for each activity:
 Step 5: Identification of the critical path:
 Step 6: Critical path diagram to show project progresses

12. 3.2 ADVANTAGES OF CRITICAL PATH METHOD
 Offers a visual representation of the project activities.
 Presents the time to complete the tasks and the overall project.
 Tracking of critical activities.
 Define the required tasks and put them down in an ordered (sequenced) list.
 Create a flowchart or other diagram showing each task in relation to the others.
 Identify the critical and non-critical relationships (paths) among tasks.
 Determine the expected completion or execution time for each task.
 Locate or devise alternatives (backups) for the most critical paths.

13. 3.3 CRITICAL PATH ANALYSIS
 The critical path is the sequence of activities with the longest duration. A delay in
any of these activities will result in a delay for the whole project. Below are some
critical path examples to help you understand the key elements...

14. FLOAT DETERMINATION
 Once you’ve identified the critical path for the project, you can determine the float
for each activity. Float is the amount of time an activity can slip before it causes
your project to be delayed. Float is sometimes referred to as slack.

15. 3.4 DISADVANTAGES OF CRITICAL PATH METHOD
 1. The CPA process can become complicated as the scope and extent of the project increases. Too
many interconnecting activities can result in the network diagram becoming very complicated.
 2. The CPA depends on the fundamental concept that the managers and personnel involved in the
project team are well versed with the various activities. “Unfortunately, practical experience has
shown that the principal assumption underlying CPM techniques, i.e., the project team’s ability to
reasonably predict the scope, schedule, and cost of each project, is frequently far beyond control.”
(Knoke and Garza, 2003)
 3. The task of understanding the needs of the critical path get more complicated when there is
more than one critical path in the project.
 4. In many cases, as the project progresses, the critical paths might change and evolve and past
critical paths may no longer be valid and new CP have to be identified for the project at regular
intervals.
 5. “The use of total float as a measure for assigning activities to their representative paths can
become problematic when analyzing as built schedules.

16. CONTINUE…
 6. As critical paths and floats change the scheduling of personnel also changes. Reallocation of
personnel is often very tricky as the individual might be working on more than one project at a
time.
 7. Very often, critical paths are not easy to identify especially if the project is unique and has never
been undertaken by the organization in the past.
 8. Traditionally, any good CPA requires that the process is understood and evaluated using the
forward and the backward pass to determine slack or float times. In reality, however, the time
constraints often result in decision makers using only one method to find the time and cost
requirements.
 9. CPA and network diagrams are highly dependent of information technology and computer
software. The cost of set up of software systems in the organization can have high initial cost.
 10. Organizations are also becoming increasingly global and political.
 11. In order to improve profits, it is necessary for companies to streamline their operations to
maintain their position in a constantly evolving product market.

17. 4. PROGRAM EVALUATION AND REVIEW
TECHNIQUE (PERT)
 PERT is a planning and control tool used for defining and controlling the
tasks necessary to complete a project. PERT charts and Critical Path Method
(CPM) charts are often used interchangeably; the only difference is how task
times are computed. Both charts display the total project with all scheduled
tasks shown in sequence. The displayed tasks show which ones are in
parallel, those tasks that can be performed at the same time.

22. STEPS IN PERT PLANNING
1. Identify the specific activities and milestones.
2. Determine the proper sequence of activities.
3. Construct a network diagram
4. Estimate the time required for each activity.
5. Determine the critical path.
6. Update the PERT chart as the project progresses. An example of a PERT chart is
provided below

23. BENEFITS TO USING A PERT CHART OR THE CRITICAL PATH
METHOD
 Improved planning and scheduling of activities.
 Improved forecasting of resource requirements.
 Identification of repetitive planning patterns which can be followed in projects,
thus simplifying the planning process.
 Ability to see and thus reschedule activities to reflect inter-project dependencies
and resource limitations following know priority rules. .

24. 5. PROCESS CAPABILITY CALCULATIONS
 Process capability is the long-term performance level of the process after it has
been brought under statistical control. In other words, process capability is the
range over which the natural variation of the process occurs as determined by the
system of common causes.
 Process capability is also the ability of the combination of people, machine,
methods, material, and measurements to produce a product that will consistently
meet the design requirements or customer expectation.
 The purpose of the process capability study is to determine the variation spread
and to find the effect of time on both the average and the spread.

25. 6. PLANNING PROGRAMMING BUDGETING
SYSTEM
 Planning-Programming-Budgeting System (PPBS), a management tool to provide a
better analytical basis for decision making and for putting such decisions into
operation. A PPBS is constituted, basically, of five elements:
1. A program structure — a classification of the courses of action open to an
organization for attaining its objectives;
2. An approved program document that includes precise, quantitative data on needs,
resource inputs, and program outputs extending a number of years into the future;
3. A decision making process that establishes the functions, rules, and timetables for the
actions required by the PPBS;
4. An analysis process for measuring effectiveness and for weighing alternatives; and
5. An information system that supplies the data required to implement the system.

26. Thanks